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An essay on developing leadership competencies
Leadership and influencing skills
Leadership and influencing skills
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Overview
In reviewing the case of Fred Maiorino, a successful salesperson for Schering-Plough for over three decades, a lot of factors came into play in which were not favorable for both Fred, who as a result lost his job, and the management of Schering-Plough, in particular Jim Reed, the sales manager for the company.
Fred’s sales territory spanned across eastern Pennsylvania and western New Jersey, and as an added bonus for any sales role, he had a charming personality and used this skill in developing relationships with secretaries and nurses of medical institutions. He was very efficient in his work and would not waste the customer’s time when he would call on businesses. He also had a wealth of knowledge on the products he sold, and
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If Jim would have followed up with his request of Fred, the psychological damage caused to Fred would have been minor, if none at all. In order to have created a positive work environment, Jim should have approached Fred in person and followed up his request for advice when he began his new role at Schering-Plough. Because Jim never followed up with his request of Fred, he failed in his attempt to develop as a positive role model. By not allowing Fred to give insight and work together in an attempt to increase sales, he felt as though he was devalued and interpreted the shun as a sign of disrespect. Perhaps Jim never followed up his comment to Fred as he was experiencing declining sales growth and needed to focus on his own job before giving the time to mentor others, but it should have been communicated as such to Fred rather than not bringing it up at all. Communication is key in relationships, whether it’s personal or professional, and not communicating decreases the opportunities for a positive work …show more content…
Being a micromanager is instituting a belief that all decisions must be made through them as they have a lack of faith in their employees completing the job. When you micromanage, you rarely develop people but instead exploit them, preferring to control results rather than inspire creativity. Jim’s management technique is seen as a practice where he “bosses” his employees and lacks confidence in their work. As a result of micromanagement, the employee is left with a negative feeling and a stifled work environment.
In an attempt to pad his case for firing Fred, Jim spent an extraordinary amount of time out of the office driving around, attempting to locate his employees. As a manager, time is better spent in the office strategizing business opportunities that would give their sales team a better opportunity to develop more sales for the company. When time is spent tracking employees, there is less time for other managerial duties to be performed in the office. Perhaps there should be other measures in place such as online tracking programs like
Usually, salespeople get commission for their performance. This could have been the reason why Dick did so well but we are not entirely sure. Performance incentives can solve Dick’s troubles however, without more information we cannot dive deeper into the issue. The siding department supervisor could have had personal problem or employees could have been physically incapable or Dick’s request. However, as mentioned before, incentives are usually all you
Management writes the rules and sets the goals for the organization. Management is often critical of failures and expects only success" (Kumle & Kelly, 2006, p. 11). Management handles the day-to-day complexities of organizations. Budgets, planning, meeting with investors, organizing, and maintaining company traditions all fall under management responsibility. As an organization grows managers tend to lose touch with employees. Managers think in terms of profit, goals, and company growth. Management operates on a need-to-know basis and can easily incite fear in their subordinate employees. Rumors of downsizing or a change in an organizations direction can often be eliminated by managers being more open with employees. Management has a tendency to protect itself at the expense of others. According to Kumle and Kelly (2006), " many managers are overly concerned with fitting in and not rocking the boat, those who emerge as leaders are more concerned with making important decisions that may break with tradition but are humane, moral and right" (p. 11). Good managers are also good leaders and tend to hire good leaders to represent them.
Therefore, they tend to think their day fruitless if they didn’t “create” or “complete” something. To combat this, they sometimes begin micromanaging the employees working under them. This in turn prevents the employees from doing their jobs as they should and upsets the productivity of the company. Theodore Roosevelt once said this about the dangers of micromanaging, “The best leader is the one who has sense enough to pick good men to do what he wants done, and then the self restart to keep from meddling with them while they do it.” Therefore, since they understand the role they play now and refuse to meddle or micromanage, a good leader redefines their personal standard of a good day’s work. They understand their day will look different than when they were on production, but that’s
In the beginning of the young man’s search, all the managers he met fit into one of two categories: stern managers or humanistic managers. People in each category were proud of their own style of managing, even if it fell short in certain categories. Usually, the hard-nosed managers had no trouble pleasing his superiors, but had more trouble with his subordinates. A common pattern with the humanistic managers was that their employees
Leon Leonwood Bean believed that the customers would also like anything he liked and used himself. He made sure he was manufacturing and selling what he was interested in so that he would put 100% passion and effort into his business. Bean believed that word-of-mouth advertising and customer satisfaction were critical to the company’s success that he treated his customers wi...
Management is the ability to get a job done using appropriate processes, models and systems to achieve an objective. Managers think radically, abide by principles, rules and use experience in their respective fields to make things work. A good manager goes about the ordinary activities such a staffing, organizing, planning (Robert, 2007). The very ability of his/her colleague to discover the uniqueness in each of the subordinates, capitalize on it, harnessing the best out of them to accomplish goals clearly distinguishes such a person as great when compared to others. Great managers develop people and enthusiastically transfer acquired skills to others, work progress is constant and usually by leaps and bounds. In addition, a great manager outlines and strategizes his/her team for project plans such that there is a “buy in” on delivered commitments. In contrast, the former just transfers the required skills to subordinates; work progress is notable, vice versa of the latter. Rupert Murdoch of the News Corporation is ...
The Manager is the person who ensures the whole team work within the organisations vision, mission and objectives and monitors the overall progress of achievement within the policies and procedures of the company. John Adair’s theory says it is best for the manager to balance the needs from each of the fields and maintain a balance. The three elements are, achieving the goal, the team performing the goal and the individual member of the group, this approach is called “Action Centred Leadership” and he believes if any one of the elements fail the team are more unlikely to
...nt failed when it came to strategy and planning in this case. Additionally, management failed to accomplish work through others by motivation and persuasion. The latest Mr. Franklin even became abrasive and offensive towards Mr. Marsh who definitely deserved nothing of the sort.
One of the main objectives of an organization is to beat its counter part in our possible way. In order for an organization to insure that they must be good at leading, planning, organizing and controlling their resources and materials to accomplish performance objectives. In other words management. There are four main types of management, Classical, Behavioural, Quantitative and now the Modern Approach to Management. The Modern Approach states that there is no one good way of management. A successful organization utilizes all the types of management. A good example of this is the movie Lean on Me, starring Morgan Freeman as Joe Clark, the protagonist of the movie. Joe is a very talented teacher, who takes a lot of pride in his work, but due to certain events (budget cuts), he has to make some very key decisions upon his future at East Side High, New Jersey. After the resignation of Joe Clark, things go back to worse at East Side High, so after 20 years Joe is once again called upon to take the duty of the principal of this once great school. His goal was to accomplish a 75% average on the state's basic skills test. This goal might be easy at any school, but then again East Side High was not just another school. The previous year the score was 33%. The school was filled with drug dealer, crime, graffiti and other things. Therefore it required a miracle to increase the school's literacy average by approximately 40%.
Her attitude affected the overall mood of the department. It is important that Gene lets Kathy know that is not acceptable behavior and there are options available to her for getting help if needed. Gene does not want to lose an exceptional employee just because she is going through a hard time. However, if she does not change her behavior she could be transferred or even lose her job.
“In order to be a good manager in most organizations, we have to catch some of your people doing things wrong. We have to have a few winners, a few losers, and everyone else somewhere in the middle. Intially the young man goes to an experienced manager and knows about one minute manager but he did not believe that one minute manager is possible. But after some time after meeting the managers the young man got convinced and started believing both one minute manager and also one minute management.
A good manager must have the ability to distinguish personal behaviors and performance level of an employee. Most managers end up going on a tangent when they fail to carry out a right performance evaluation. They begin to do evaluation of the behaviors and characteristics of their employees, instead of focusing on their performance in their work. Most managers find it hard to perform good evaluation because of this thin difference that usually makes them develop bad relationship with their employees (Schraeder & Portis, 2007).
On the morning he got fired, he walked into his offices with no inclination of his impending departure. He was one of the founding partners of the company and wrongly presumed this meant job security. Shocked, worried and in dismay he did the only logical thing in his mind and executed a SWOT analysis on himself. (Hogg, 2014)
A manager that is aware of, and practiced in a range of management techniques including Classical Management theories and Behavioural Management approaches may develop an individual and sophisticated management borrowing ideas and knowledge from their learnings to address their unique
Are Your Employees Cheating to Keep Up? Ed. Navran, Frank. Copyright ACC Communications Inc 1997